1. PROGRAMMING Frank Ellis B.Sc. ARSM Thursday 26th March 2015
Warwick University
PROGRAMMING
Introductions….
Frank Ellis B.Sc. ARSM

2. CONTENTS Programme Types Programme Preparation Programme Presentation
Programme Monitoring
Programme Software

3. PROGRAMME TYPES Client Programme Design Programme
Main Contractor Programme
Sub-contractors / Specialist Programme
Manufacturer / Procurement Programme

4. PROGRAMME TYPES Client Programme High Level:
Summary activities with Start – End dates
Milestones for Key Dates
Milestones for Constraints
Imposed - external / third party
Internal (e.g. equipment delivery)
Milestones for Planning Permission / Public Enquiry
Milestones for Financial Purposes

5. PROGRAMME TYPES Design Programme Concept Design Outline Design
Detailed Design including Temporary Work Design
CAT 3 Check (if required)
CDM Requirements
Approval period

6. PROGRAMME TYPES Main Contractor Programme Tender
Detailed Contract Programme (Clause 12)
NEC3 Engineering and Construction Contract (ECC)
Integrated Work Disciplines
Enabling works
Civils
MEP
Architectural

7. PROGRAMME TYPES Main Contractor Programme (Cont.)
Integrated Sub-contractors / Suppliers sub-programmes
Interfaces – with third parties or other contracts
Constraints
Contractual (e.g. access, milestones or key dates – possible LDs)
Legal (e.g. working hours)
Physical (e.g. confined site, access, etc.)
Third party interfaces (e.g. handover of sections of work, proximity to structures, settlement monitoring or mitigation)

8. PROGRAMME TYPES Subcontractor Programme
Programme prepared by or on behalf of the Subcontractor for the Subcontract Works
In accordance with the Main Programme details
Compatible with and not conflict with the Main Contractor's Programme
Fulfil all constraints (as main Contract Programme)
Include any procurement activities if applicable

9. PROGRAMME TYPES Manufacturer or Procurement Programme Consents
Approvals / QA
Enquiries
Manufacturing & Delivery periods
Payment stages

10. PROGRAMME PREPARATION
Basic Steps:
Gather information on Key dates / Constraints
Understand construction methodology and sequences
Define Structure (WBS)
Define calendars - e.g. 5 day week, 24hr 7 days, engineering hours, etc.
List activities under each WBS
Calculate Duration for each activity
Assign Logic

11. PROGRAMME PREPARATION
Additional Steps (depending on requirements):
Generate Activity Codes – if helpful or required by Client (e.g. Cost codes, Location codes)
Programme Scheduling and analyse Critical Path
Assign Activity Codes to activities
Resource Loading and Levelling i.e re-programme
Cost Loading
Outputs (Gantt chart, Reports, Resource histogram, etc.)

12. PROGRAMME PREPARATION
Duration:
Duration is the number of work periods required to complete a task
Usually days, but can be hours, weeks or months

13. PROGRAMME PREPARATION
Duration Calculation:
Duration = Quantity/Productivity
Productivity depends on the resources available, time constraints and the efficiency with which they work
Productivity may be determined from:
Historical records or case histories
Standard estimating manuals
Experience
Combination of the above

14. PROGRAMME PREPARATION
Work Breakdown Structure:
A hierarchical structure of the works
Typically
Stage
Phase
Task / Deliverable / Milestone.

15. PROGRAMME PREPARATION
Work Breakdown Structure:
A way to organise and define the works into;
Tasks
Deliverables
All these components can be scheduled, costed, monitored and controlled

16. PROGRAMME PREPARATION
Develop the WBS:

17. PROGRAMME PREPARATION
Establish Logic (Dependencies):
Logic types:
Mandatory (hard logic) - Inherent in the work
Discretionary (soft/preferred/preferential logic) - Based on experience or preference
External - Needs or requirement of third party

18. PROGRAMME PREPARATION
Network Diagram
Shows activity logic in a graphical form
Drawn from left to right to reflect project chronology
Represented by a combination of arrows and nodes;
Arrow Diagram
Node Diagram

19. PROGRAMME PREPARATION
Arrow Diagram
Activities shown by Arrows
Relationship between activities shown by nodes / events

20. PROGRAMME PREPARATION
Node Diagram
Activities shown by Nodes
Relationship between Activities shown by arrows
CPM Calculations resulting in start times, finish times and float calculations of activities.

21. PROGRAMME PREPARATION
Resource Levelling:
Try to use resources consistently throughout the project or task discipline
Ensure resources not over allocated
Avoid delays caused by bad allocation of resources
Software can help to identify and take advantage of unused times by analysing task dependencies

22. PROGRAMME PREPARATION
Resource Levelling:
Over or under allocation of resources;
Delay tasks
Assign different resource
Change logic
Split tasks

23. PROGRAMME PREPARATION
Critical Path
The Critical Path (or paths) is;
the longest path (or paths) from start to finish through a network diagram
the sequence on which all the activities have zero float
The minimum time to complete a project
Usually identified in red on a programme.
CPM Calculations resulting in start times, finish times and float calculations of activities.

24. PROGRAMME PREPARATION
Critical Path on a Network Diagram:
CPM Calculations resulting in start times, finish times and float calculations of activities.

25. PROGRAMME PREPARATION
Critical Path on a Bar Chart:

26. PROGRAMME PREPARATION
Critical Path Analysis:
The critical path will show if the project is going to finish late
Techniques to compress the schedule include:
Perform critical path tasks in parallel - May increase risk and can result in rework
Assign additional resources to critical path tasks – increased costs

27. PROGRAMME PREPARATION
Critical Path Analysis:
Helps the project manager identify tasks that must be carefully monitored
As tasks are completed ahead or behind schedule the critical path changes
There can be more than one critical path in the project

28. PROGRAMME PREPARATION
Hierarchy of programmes:
Level 1 – High Level/ Rolled up/ Summary Programme
Level 2/3 – Detailed Contract Programme/ Detailed Integrated Programme
Level 4 – 4 weekly Rolling Programme
Supplementary programmes – e.g. possessions, test & commissioning

29. PROGRAMME PRESENTATION
Bar Chart / Gantt Chart
Pictorial Representation of Activities
Illustrates duration and relative timing of Activities
May include arrows to show dependencies
Finish to start
Start to start
Finish to Finish
Start to finish
Unable to show complete interdependency between Activities
CPM Calculations resulting in start times, finish times and float calculations of activities.

30. PROGRAMME PRESENTATION
Bar Chart / Gantt Chart
CPM Calculations resulting in start times, finish times and float calculations of activities.

31. PROGRAMME PRESENTATION
Bar Chart / Gantt Chart
CPM Calculations resulting in start times, finish times and float calculations of activities.

32. PROGRAMME PRESENTATION
Critical Path Bar Chart
CPM Calculations resulting in start times, finish times and float calculations of activities.

33. PROGRAMME PRESENTATION
Critical Path Bar Chart
CPM Calculations resulting in start times, finish times and float calculations of activities.

34. PROGRAMME PRESENTATION
Time vs Distance Diagram (Time Chainage)
Graphical presentation for linear projects such as pipelines, railways, tunnels, roads, etc.
Time along one axis and distance along the other
Activities displayed according to their linear position
Shows not only the location of the activity but also the direction of progress and the progress rate
Big advantage – shows all activities on a single drawing
CPM Calculations resulting in start times, finish times and float calculations of activities.

35. PROGRAMME PRESENTATION
CPM Calculations resulting in start times, finish times and float calculations of activities.

36. PROGRAMME PRESENTATION
CPM Calculations resulting in start times, finish times and float calculations of activities.

37. “There is no management without monitoring!”
PROGRAMME MONITORING
Keeping track of a project
A check of the performance against the predetermined plan
the progress against time, resources and performance
Identifying areas which need attention or action
Collecting of information to see whether you are on target to reach your objectives
“There is no management without monitoring!”

38. PROGRAMME MONITORING
The process of monitoring and evaluation helps answer the following questions:
Inputs: Were programme inputs available, adequate, timely?
Activities: Were activities performed on schedule?
Outputs: The outputs or outcomes, were they of acceptable quality?
Effects / Impacts: What was achieved?

39. PROGRAMME MONITORING Provide constructive suggestions:
Reschedule – if the project is running behind
Re budgeting – possibly redistributing funds from one area to another
Re-assign resources or bring in additional to meet the time schedule

40. PROGRAMME MONITORING Monitoring Techniques:
Baseline programme / regular progress updates (percentage completion) for each activity
4-weekly rolling programme

41. PROGRAMME MONITORING Monitoring Techniques:
Informal / Formal project meetings
Collaborative Planning / Last Planner
Project Status Reports – “Dashboards”
EVA, trends, feedbacks, other forms of project controls

42. PROGRAMME MONITORING

43. PROGRAMME SOFTWARE Primavera (P6 / Contractor / Suretrak)
Powerproject (ASTA)
Microsoft Project
CS Project
TILOS (ASTA)
Excel spreadsheet
CPM Calculations resulting in start times, finish times and float calculations of activities.

44. CONCLUSIONS The different types of programme Programme preparation
Why we need to monitor the programme
Presentation of the programme